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The benefit of online payment for school

An examination of the research evaluating the effectiveness of e-CRM would show the results are
quite mixed. The commercial research studies suggest a lack of performance. In a Forrester
Research survey of 260 business and technology of online payment for school executives, Band
(2008) noted that a 'significant' number reported poor results on 11 different capabilities (e.g.
customer service, customer data management, etc.) provided by e-CRM. Earlier, a Gartner Group
study found 70% of the firms adopting e-CRM saw a decline or no improvement. This 70% figure
matched the CRM project failure rates found by Taft (2002) in an academic study.
However, there have been CRM studies with positive results. In a (2005) Journal of Marketing
edition dedicated solely to CRM, Bounding et al. (2005) noted that eight different authors reported
that CRM processes can improve firm performance. One of the eight authors, Royals (2005), cited a
case study where a business unit increased its profits by almost 300% by using specific CRM tools.
Mithras et al. (2005) found that, for a cross-section of U.S. firms, the use of CRM applications is
positively associated with improved customer satisfaction. What is the reason for the mixed
results? Reenacts et al. (2004) noted the overall lack of studies that examine CRM across a range of
firms and that extant studies may have had mediating variables (e.g. industry, level of economic
development) that were not examined.
Others failed to consider differences in types of CRM adopted, level of implementation, or firm
strategy. Payne and Frown (2005) noted these variances and identified 12 different possible
definitions for CRM. The authors then proposed classifying CRM research into three broad
categories - with the first group looking at a specific CRM activity from a technical point of view, a
second group that addresses the wide spectrum of CRM technologies, and then a third group that
focuses on CRM from the customer's point of view. This final group they labeled as 'customer-
centric' and suggested that all research should use this type of strategic framing when discussing
CRM. Reaching some agreement on the defining characteristics of CRM allows the development of
frameworks for analyzing and applying its concepts.
Dyson et al. (2007) argue that frameworks are useful tools in developing strategic decisions. Given
the strategic importance of customer retention, the decisions made in regards to developing and
utilizing customer relationship management tools related to the school online payment should be
categorized as being strategic in nature. However, an internal study by the British
Telecommunications Group found that "75 per cent of companies did not have a definition of CRM
and 61 per cent did not have a framework for CRM strategy" (Payne and Frown, 2006, p. 140). The
two authors go on to conclude that it is unlikely that firms can be effective in implementing CRM
given management's lack of complete understanding of the nature of CRM and inability to develop
a frame for planning.

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